Learning objectives of this chapter include: Discuss how teams can contribute to an organization’s effectiveness, describe different types of teams, summarize how groups become teams, explain why groups sometimes fail, describe how to build an effective team, list methods for managing a team’s relationships with other teams, identify ways to manage conflict,. | Teamwork Chapter Fourteen Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning Objectives LO 1 Discuss how teams can contribute to an organization’s effectiveness LO 2 Describe different types of teams LO 3 Summarize how groups become teams LO 4 Explain why groups sometimes fail LO 5 Describe how to build an effective team LO 6 List methods for managing a team’s relationships with other teams LO 7 Identify ways to manage conflict 14-2 Types of Teams Management teams Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits. 14-3 Practices of Effective Virtual Team Leaders 14-4 Table Self-Managed Teams Self-designing teams Teams with the responsibilities of autonomous work groups, plus control over hiring, firing, and deciding what tasks members perform. 14-5 How Groups Become Real Teams Team A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. 14-6 Group Processes Forming group members attempt to lay the ground rules for what types of behavior are acceptable. Storming hostilities and conflict arise, and people jockey for positions of power and status. 14-7 Group Processes Norming group members agree on their shared goals, and norms and closer relationships develop. Performing the group channels its energies into performing its tasks. 14-8 Motivating Teamwork Social loafing Working less hard and being less productive when in a group. 14-9 Cohesiveness, Performance Norms, and Group Performance 14-10 Figure Managing Outward Gatekeeper A team member who keeps abreast of current developments and provides the team with relevant information. 14-11 Conflict Styles Avoidance A reaction to conflict that involves ignoring the problem by doing nothing at all, or deemphasizing the disagreement. Accommodation A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests. 14-12 Conflict Styles Compromise A style of dealing with conflict involving moderate attention to both parties’ concerns. Competing A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals. 14-13 Conflict Styles Collaboration A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction. 14-14 Conflict Management Strategies 14-15 Figure
